{"title":"激励型微观管理者","authors":"","doi":"10.1016/j.orgdyn.2024.101054","DOIUrl":null,"url":null,"abstract":"<div><p><span>Micromanagement is a well-known phenomenon in the modern workplace. However, there’s a new subtype of micromanager: the motivational micromanager. This type of manager is showing up more and more in offices around the globe, and they can be as dangerous to innovation and team motivation as traditional micromanagers. The objective of this paper is to introduce the concept of the motivational micromanager, a leader who believes that when they give advice and detailed instructions, often with a smile and great enthusiasm, they are motivating their employees to succeed. Micromanagement is seen by many as even dangerous to organizational success and employees who work for motivational micromanagers are also at risk for burnout and quiet quitting because they, too, feel the strain of following detailed instructions, respecting a rigid regime, and avoiding mistakes at all costs. We discuss how motivational managers can shake free of the delusion that they are serving their employees. They need training and support to learn how to encourage others to come up with their own solutions, to create positive work cultures where innovation flows, to give and receive feedback without fear of retaliation, and to accept that mistakes are part of the </span>learning process<span>. The motivational micromanager borrows from two leadership constructs of empowerment and micromanagement. On the one side leaders wish to empower others with the best intentions and a motivational approach, on the other hand however the reality of the execution indicates a new sub-form of micromanagement. The distinctive contribution of this paper is to firstly label and uncover motivational micromanagement and raise awareness that this new species of managers exists and secondly to provide practical implications for MBA students, Executive Education programs and managers to move out of the micromanagement and into a truly empowering mode of leadership.</span></p></div>","PeriodicalId":48061,"journal":{"name":"Organizational Dynamics","volume":null,"pages":null},"PeriodicalIF":3.1000,"publicationDate":"2024-07-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"0","resultStr":"{\"title\":\"The motivational micromanager\",\"authors\":\"\",\"doi\":\"10.1016/j.orgdyn.2024.101054\",\"DOIUrl\":null,\"url\":null,\"abstract\":\"<div><p><span>Micromanagement is a well-known phenomenon in the modern workplace. However, there’s a new subtype of micromanager: the motivational micromanager. This type of manager is showing up more and more in offices around the globe, and they can be as dangerous to innovation and team motivation as traditional micromanagers. The objective of this paper is to introduce the concept of the motivational micromanager, a leader who believes that when they give advice and detailed instructions, often with a smile and great enthusiasm, they are motivating their employees to succeed. Micromanagement is seen by many as even dangerous to organizational success and employees who work for motivational micromanagers are also at risk for burnout and quiet quitting because they, too, feel the strain of following detailed instructions, respecting a rigid regime, and avoiding mistakes at all costs. We discuss how motivational managers can shake free of the delusion that they are serving their employees. They need training and support to learn how to encourage others to come up with their own solutions, to create positive work cultures where innovation flows, to give and receive feedback without fear of retaliation, and to accept that mistakes are part of the </span>learning process<span>. The motivational micromanager borrows from two leadership constructs of empowerment and micromanagement. On the one side leaders wish to empower others with the best intentions and a motivational approach, on the other hand however the reality of the execution indicates a new sub-form of micromanagement. The distinctive contribution of this paper is to firstly label and uncover motivational micromanagement and raise awareness that this new species of managers exists and secondly to provide practical implications for MBA students, Executive Education programs and managers to move out of the micromanagement and into a truly empowering mode of leadership.</span></p></div>\",\"PeriodicalId\":48061,\"journal\":{\"name\":\"Organizational Dynamics\",\"volume\":null,\"pages\":null},\"PeriodicalIF\":3.1000,\"publicationDate\":\"2024-07-01\",\"publicationTypes\":\"Journal Article\",\"fieldsOfStudy\":null,\"isOpenAccess\":false,\"openAccessPdf\":\"\",\"citationCount\":\"0\",\"resultStr\":null,\"platform\":\"Semanticscholar\",\"paperid\":null,\"PeriodicalName\":\"Organizational Dynamics\",\"FirstCategoryId\":\"91\",\"ListUrlMain\":\"https://www.sciencedirect.com/science/article/pii/S0090261624000275\",\"RegionNum\":4,\"RegionCategory\":\"管理学\",\"ArticlePicture\":[],\"TitleCN\":null,\"AbstractTextCN\":null,\"PMCID\":null,\"EPubDate\":\"\",\"PubModel\":\"\",\"JCR\":\"Q2\",\"JCRName\":\"BUSINESS\",\"Score\":null,\"Total\":0}","platform":"Semanticscholar","paperid":null,"PeriodicalName":"Organizational Dynamics","FirstCategoryId":"91","ListUrlMain":"https://www.sciencedirect.com/science/article/pii/S0090261624000275","RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"Q2","JCRName":"BUSINESS","Score":null,"Total":0}
引用次数: 0
摘要
微观管理是现代职场中一个众所周知的现象。然而,微观管理者中出现了一种新的亚类型:激励型微观管理者。这种类型的管理者越来越多地出现在全球各地的办公室中,他们与传统的微观管理者一样,会对创新和团队激励造成危害。本文旨在介绍 "激励型微观管理者 "的概念。这种领导者认为,当他们面带微笑、热情洋溢地给出建议和详细指示时,就是在激励员工取得成功。许多人认为微观管理甚至会危及组织的成功,而为激励型微观管理者工作的员工也有倦怠和悄然辞职的风险,因为他们也感受到了遵循详细指示、尊重僵化制度和不惜一切代价避免犯错所带来的压力。我们将讨论如何让激励型管理者摆脱 "他们是在为员工服务 "的错觉。他们需要培训和支持,以学习如何鼓励他人提出自己的解决方案,如何创造积极的工作文化以促进创新,如何在不担心报复的情况下给予和接受反馈,以及如何接受错误是学习过程的一部分。激励型微观管理者借鉴了授权和微观管理这两种领导力结构。一方面,领导者希望以最好的意图和激励的方式赋予他人权力,但另一方面,执行的现实情况表明微观管理是一种新的子形式。本文的独特贡献在于,首先标明并揭示了激励型微观管理,提高了人们对这种新型管理者存在的认识;其次,为 MBA 学生、高管教育项目和管理者提供了摆脱微观管理、进入真正的授权型领导模式的实际意义。
Micromanagement is a well-known phenomenon in the modern workplace. However, there’s a new subtype of micromanager: the motivational micromanager. This type of manager is showing up more and more in offices around the globe, and they can be as dangerous to innovation and team motivation as traditional micromanagers. The objective of this paper is to introduce the concept of the motivational micromanager, a leader who believes that when they give advice and detailed instructions, often with a smile and great enthusiasm, they are motivating their employees to succeed. Micromanagement is seen by many as even dangerous to organizational success and employees who work for motivational micromanagers are also at risk for burnout and quiet quitting because they, too, feel the strain of following detailed instructions, respecting a rigid regime, and avoiding mistakes at all costs. We discuss how motivational managers can shake free of the delusion that they are serving their employees. They need training and support to learn how to encourage others to come up with their own solutions, to create positive work cultures where innovation flows, to give and receive feedback without fear of retaliation, and to accept that mistakes are part of the learning process. The motivational micromanager borrows from two leadership constructs of empowerment and micromanagement. On the one side leaders wish to empower others with the best intentions and a motivational approach, on the other hand however the reality of the execution indicates a new sub-form of micromanagement. The distinctive contribution of this paper is to firstly label and uncover motivational micromanagement and raise awareness that this new species of managers exists and secondly to provide practical implications for MBA students, Executive Education programs and managers to move out of the micromanagement and into a truly empowering mode of leadership.
期刊介绍:
Organizational Dynamics domain is primarily organizational behavior and development and secondarily, HRM and strategic management. The objective is to link leading-edge thought and research with management practice. Organizational Dynamics publishes articles that embody both theoretical and practical content, showing how research findings can help deal more effectively with the dynamics of organizational life.